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Om - Section 4 Part C - Student

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Hang Nguyen
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27 views25 pages

Om - Section 4 Part C - Student

Uploaded by

Hang Nguyen
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd
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Foreign Trade University

Learning Objectives
 Understanding the key decisions for project
management
 Applying the techniques (Gantt chart, CPM, PERT) for
project management
 Drawing diagram network
 Determining critical part
 Calculating ES, LS, S, EF, LF
Introduction
 Projects are unique, one-time operations designed to
accomplish a specific set of objectives in a limited time
frame

 Example: Keangnam project, Thu Thiem project, Red


river project, etc...
 Any more examples?
Key decisions for project
management
 Deciding which projects to implement.
 Selecting the project manager.
 Selecting project team.
 Planning and designing the project.
 Managing and controlling project resources.
 Deciding if and when a project should be terminated
Project Manager
 Responsible for performance goals in term of quality,
time and costs.
 Dealing with human resources effectively.
 Capable of communicating.
Planning and scheduling
GANTT CHARTS CPM and PERT
Gantt charts
 Popular tool for simple projects

How to draw?
 Identify the major activities required.
 Estimate time for each activity.
 Determine the sequence of activity.

 Eg: how to make Teddy bear for kids?


Gantt charts
Activity 1 2 3 4 5 6 7 8 9 10 11 12 13
Cut fur
Stuff and sew fur
Cut material
Sew clothes
Embroider T-shirt
Cut accessories
Sew accessories
Dress bears
Package bears
Ship Bears

 Lot size: 100 bears


 All activities are scheduled to begin at their earliest start time
 Completed work
 Work to be completed
Gantt charts
Project managers are able to know:

- Activities and planned duration


- When they were to occur
- Activities were on time and ones delayed
- Direct attention for the one needed most
Gantt Charts
 Advantages:
- Easy to do
- Know the sequence of activity and time to do it
- Determine total time to terminate jobs

 Disadvantages:
- Can’t maximize the benefit of resources (materials,
time...)
GANTT CHART - Example
A set of activities needed for making a new product
+ A – working hours: 4h
+ B – 3h
+ C – 5h
+ D – 6h
+ E – 4h
Requirement: B and D start after A completes; C after
B; E after D.
Draw Gantt Charts to present these activities and
determine the total working hours.
Critical Path Method (CPM)
 For planning and coordinating large projects

 Developed by Remington Rand Corporation and


Dupont in 1950s.
Critical Path Method (CPM)
How to do?
 Draw a network diagram.
 Determine a critical path.
 Calculate EF (earliest finish), LF (latest finish)
 Calculate slack
 Calculate ES (earliest start), LS (latest start)
Critical Path Method (CPM)
A network diagram
 Depict major project activities and their sequential
relationships
 Constructing by AOA (activity-on-arrow)
- Arrows designate activities, which consume resources and/or
time.
- Show the sequence of activities
a c e
2 4
1
5

b 3 d
Critical Path Method (CPM)
A critical path
 The longest path which determines expected project
duration.
 Critical activities are ones on the critical path, which
have to be completed immediately . If delayed, it will
affect the completion time of project.
 Note: no slack time for critical activities
Critical Path Method (CPM)
Earliest Finish (EF) Latest Finish (LF)
 For the first activity of a  For the last activity of a
project: project: LF = EF
EF1 = t1 n n

(t: time for completing the


activity)
 For activity i:  For activity i:

EFi = max{ EFj } + ti LFi = min {LFj - tj }


(Activity j precedes activity i) (Activity j follows activity i)
Critical Path Method (CPM)
Slack
 Allowable slippage for a path
 Paths that are shorter than the critical path: experience
some delays without affecting the overall project
completion time
 For activity i:
Si = LFi - EFi
Critical Path Method (CPM)
Earliest start (ES) – Latest start (LS)

ES = EF - t

LS = LF - t
CPM - Example
Activities Preceding Completion time (days)
Activity
A - 20
B A 10
C B 8
D A 11
E C,D 7
F E 6
G D 12
H E 13
I G, H 5
CPM - Example
Requirements:
 Draw a network diagram
 Determine a critical path
 Calculate EF, LF, S, ES, LS of each
activity
Exercise 1
Activities Preceding Completion
Activity time (days)  Draw a
A - 12 diagram
B A 6  Determine the
C A 9 critical path
D B 14  Calculate ES,
E C 5 LS, EF, LF, S
F C 5
G D 8
H E 13
I G 7
J H, F, I 14
Exercise 2
Activities Preceding Completion
Activity time (days)  Draw a
A - 6 diagram
B A 3  Determine the
C A 7 critical path
D C 2  Calculate ES,
E B, D 4 LS, EF, LF, S
F D 3
G E, F 7
Example 3
Activity Immediate Duration (Days)
Predecessor
A - 2
B - 3
C A 2
D B 3
E B 2
F C,D 3
G F,E 7
H C,D 3
I G,H 6
J C,D 2
K F,E 5 25

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